IT Project Management

Assignment

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Q.no 1: You have just been appointed to the newly created position of VP of IT at Sparrow
Industries – a 60-year manufacturing company in Chandigarh. In your first meeting,
the CEO, Satinder Singh Sparrow, told you that he is unhappy with the present
situation of disparate legacy IT systems in the company and wants them to be fully
integrated. You recommended that the company move to a Standard ERP System.
As a first step, the CEO has asked you to assess the Feasibility of this initiative.

What types of feasibility studies will you perform and what would they assess?
Prepare an Executive Summary of the outcomes of the Feasibility Study to serve as
a basis for a detailed discussion with the CEO and the rest of the Leadership.

Solution: Here is an executive summary of the feasibility steady

Executive Summary: Feasibility Study for Implementing a Standard ERP System at Sparrow
Industries

As the newly appointed VP of IT at Sparrow Industries, I have conducted a feasibility study to

assess the viability of transitioning the company's existing IT systems to a Standard/new ERP
System. Here is the summarized below:

1. Technical Feasibility:

This phase analyzes the existing technical infrastructure, hardware, and software
components. We also evaluated the compatibility of the proposed ERP system with Sparrow
Industries' current technology stack.
Technical feasibility was found to be favorable. The existing infrastructure can support the
implementation of a Standard ERP System with minimal upgrades.

2. Operational Feasibility:

In this phase how well the organization's business processes and operations would align with
the proposed ERP system are examined. It considered the readiness of employees to adapt to
the changes.
Operational feasibility appears promising, with a willingness among employees to adapt to the
new system. Customization and training will be necessary to optimize user adoption.

3. Financial Feasibility:

Financial feasibility studied the cost-benefit analysis of implementing the ERP system. It
considered upfront investments, ongoing operational costs and expected returns.
 The financial feasibility is positive, indicating that the benefits in terms of increased efficiency,
reduced operational costs, and improved decision-making will likely outweigh the initial
investment.

4. Legal and Regulatory Feasibility:

This phase reviewed the legal and regulatory implications of the ERP implementation, including
data privacy, compliance, and potential legal requirements.
Legal and regulatory feasibility is manageable, but ongoing monitoring will be required to ensure
compliance with evolving regulations.

5. Schedule Feasibility:

This aspect examined the timeline and potential disruptions to the business during the
implementation phase.
The schedule feasibility indicates that the transition can be managed with minimal disruptions if
proper planning and change management strategies are in place.

6. Organizational Feasibility:

Organizational Feasibility considers the impact on the company's structure, culture, and human
resources, including the skills and capabilities required for the ERP system's successful
implementation.
Organizational feasibility is moderate, indicating the need for a well-defined change
management plan to address cultural and structural shifts.

In conclusion, based on the feasibility study, transitioning to a Standard ERP System at Sparrow
Industries appears to be a viable and beneficial initiative. The technical and financial aspects
are favorable, and operational, legal, and schedule feasibility challenges are manageable.
However, the organization will need to invest in change management and employee training to
ensure a successful transition.

I recommend moving forward with a detailed project plan, which should include a
comprehensive change management strategy, a cost-benefit analysis, and a timeline for
implementation. Additionally, it is essential to continuously monitor legal and regulatory
compliance throughout the project.

The next steps should involve a detailed discussion with the CEO, Satinder Singh Sparrow and
the leadership team to gather their feedback, address any concerns and establish a concise
roadmap for the ERP system implementation.

Q.no2: You are a consultant to Allied Insurance Ltd. You are required to prepare the RFP to
be issued to System Integrators for implementing a Core Insurance Platform –
Applied Epic or Guidewire and integrating it to Allied’s existing Systems - D365
ERP & D365 CRM. Present the executive summary of the RFP with all requisite
sections. For additional information on the specific products, you may refer the
company websites.
Solution

Request for Proposal (RFP) – Implementation of Core Insurance Platform and Integration with
Existing Systems

Executive Summary:

Allied Insurance Ltd. is seeking proposals from qualified System Integrators for the
implementation of a Core Insurance Platform, specifically Applied Epic or Guidewire, and the
integration of this platform with our existing systems, Microsoft Dynamics 365 (D365) ERP and
D365 CRM. The objective of this project is to ensure customer service and streamline insurance
processes.

1. Introduction:

Allied Insurance Ltd. is a leading insurance provider, dedicated to delivering excellent services
to our clients. To further improve our operations, we are initiating a project to implement a Core
Insurance Platform, either Applied Epic or Guidewire, which aligns with our business goals. The
selected System Integrator will be responsible for system implementation, customization, and
integration.

2. Scope of Work:

The selected System Integrator will be expected to:

- Evaluate the suitability of either Applied Epic or Guidewire for our business requirements.
- Customize and configure the selected platform to meet our specific insurance processes.
- Integrate the Core Insurance Platform with our existing D365 ERP and D365 CRM systems.
- Ensure data migration and provide necessary training for our team.
- Provide ongoing support, maintenance, and upgrades post-implementation.

3. Proposal Submission:

Interested System Integrators are invited to submit their proposals by [Insert Deadline]. The
proposal should include the following sections:

- Company Background and Expertise.

- Proposed Solution: Description of the Core Insurance Platform (Applied Epic or Guidewire)
and a detailed plan for integration with D365 ERP and D365 CRM.
- Project Timeline.
- Budget Proposal.
- Implementation and Support Plan.
- References: Past experiences with similar projects.
- Compliance with Allied's Policies and Regulatory Requirements.

4. Evaluation Criteria:

Proposals will be evaluated based on the following criteria:

- Expertise and experience of the System Integrator.
- Suitability of the proposed Core Insurance Platform.
- Quality and feasibility of the integration plan.
- Proposed budget and timeline.
- Ability to meet Allied's requirements and regulatory standards.
- Track record of providing support and maintenance.

5. Timeline:

- RFP Release Date

- Deadline for Proposal Submission:
- Evaluation of Proposals:
- Selection of System Integrator:
- Project Commencement:

6. Contact Information:

All questions, clarifications, and submissions should be directed to:

My IT consultants
[email protected]
99999 99999

Q.no3:

Mr. Chandy, CEO of Aluva Cooperative Bank has convened a meeting for all the
CxOs to discuss the bank’s IT Strategy Roadmap. At this meeting Mr. Vijay Kumar,
the newly appointed CIO has announced his intention to embark on an Application
Modernization Program to update all the Bank’s Legacy (Non-Core) Applications.
In this regard, Mr. Vijay Kumar has stated that he intends to Outsource the
Development and ongoing Maintenance & Support of these Applications to a 3
rd:
party IT Partner. Mr. Moideen, the COO of the company, is skeptical and asks if Mr.
Vijay Kumar has considered all the issues involved.
When Mr. Chandy, asked him if he had specific concerns, Mr. Moideen immediately
said "I see two issues that need detailed discussion… (1) How will we ensure a
Smooth Transition and Implementation and (2) How will we maintain
Confidentiality of Information?"
How will Mr. Vijay Kumar respond to Mr. Moideen’s queries on…

a. Smooth Transition and Implementation?

Solution
Mr. Chandy, CEO of Aluva Cooperative Bank, Mr. Vijay Kumar, CIO, and Mr. Moideen, COO,
have expressed specific concerns regarding the Application Modernization Program, particularly
the outsourcing of development and ongoing maintenance to a 3rd party IT Partner. The two
main concerns raised are:
1. Ensuring a Smooth Transition and Implementation:

a. Project Management and Governance: Mr. Moideen's concern regarding the transition and
implementation is valid. It's crucial to have a robust project management and governance
structure in place. This includes defining roles, responsibilities, and communication channels
between the bank's internal teams and the IT Partner.

b. Change Management: Implementing new applications and outsourcing can disrupt current
workflows. A change management plan is essential to mitigate resistance, ensure a smooth
transition, and secure employee buy-in.

c. Testing and Quality Assurance: Rigorous testing, including user acceptance testing, should be
carried out to ensure the new applications function as expected. The IT Partner must have a
well-defined quality assurance process.

d. Fallback Plan: Having a contingency plan in case of unexpected issues during

implementation is vital. It ensures business continuity and minimizes downtime.

b Maintaining Confidentiality of Information:

Solution:

a.Data Security and Privacy: Mr. Moideen's second concern, confidentiality, is of his prioriity.
The IT Partner should adhere to strict data security and privacy standards, including data
encryption, access controls, and compliance with relevant data protection regulations.

b. Non-disclosure Agreement (NDA): Implement a robust NDA with the IT Partner to legally bind
them to protect sensitive information. Regular audits can ensure compliance.

c. Data Ownership and Exit Strategy: Clearly define data ownership rights and establish an exit
strategy. Ensure that, at the end of the contract, all data is securely transferred back to the
bank.

d. Security Audits and Penetration Testing: Regularly conduct security audits and penetration
testing to identify vulnerabilities and address them promptly.

In conclusion, the concerns raised by Mr. Moideen are valid and crucial for the Application
Modernization Program. A well-planned project management approach, including change
management and quality assurance, should address the transition and implementation
challenges. Confidentiality can be maintained through a combination of legal agreements, data
security measures, and regular audits. It is important for Mr. Vijay Kumar to address these
concerns to ensure that the modernization of Aluva Cooperative Bank's legacy applications is
successful.